Fit-Viability theory

Fit and viability are two main concepts that are considered to be affecting the performance of technology adoption in organizations. This is an extension of the task-technology fit model (Goodhue and Thompson, 1995) at the individual level analysis of technology usage.

Acronym

FVM

Alternate name(s)

Fit-Viability Model, Fit-Viability Framework

Main dependent construct(s)/factor(s)

Performance

Main independent construct(s)/factor(s)

Fit, Viability

Concise description of theory

The model was originally proposed by Tjan in 2001 for evaluating organizational adoption of Internet intiatives. It includes two dimensions. One is fit and the other is viability.
Fit measures the extent to which new network applications are consistent with the core
competence, structure, value and culture of organization. Viability measures the extent
to the value-added potential of new network applications, requirements of human
resource, capital needs and so on. It proposes four generic strategies based on levels of fit and viability: invest, redesign, sell/spin out, and kill.

This model was later adapted to assess the adoption of mobile commerce technologies (Liang and Wei, 2004; Liang et al, 2007; O'Donnell, et al., 2007). In the revised model, the fit dimension measures the extent to which the feature of a technology matches the needs of the task. The viability refers to the extent to which the infrastructure of the organization is ready for adopting the technology. This needs to consider the general economic feasibility, technical infrastructure and the social readiness of the organization. In fact, many organizational factors have been identified to be critical to the success of IT implementation.